Welcome to Manager Tools.

Today we conclude our conversation about the starter feedback model.

If you haven't listened to last week's show, you might want to do so first.

Assuming that you have, here we go. Oh, Step 2 is to state behavior and this step is just like step two in our standard model.

Nothing's changed here.

Just like step one above is just like our step one in our standard model.

And all we're doing here is pointing out what our direct did, right? We're stating out loud what behavior we observed

or saw or heard. And we got a note here that there are five behaviors. When we talk about behavior, there are only five.

The words we say, how we say them, our facial expressions, our body language, and our work

product. That's it.

Yep. Here's a quick quiz. Many managers ask us about directs of theirs with quote bad attitudes unquote.

Now look nobody's in argue everybody's had one or everybody's seen a peer or a boss for that matter who's had bad attitude.

We all know what it is.

And they say to us, you know what I mean, Mark.

You know what I mean, Mike.

They're rude. They're unprofessional. They act as if everyone else is stupid and they don't look and then they don't like their work

Yeah, we could get we could give direct feedback to them about that right using those right that rude, unprofessional.

Yeah, no, we can't because look, we're not arguing that what we said is true, that that person is that way.

It's not feedback because it's not describing behavior, right?

In order for a manager to characterize, that's what you're doing,

characterizing someone as acting as if in a certain way,

or as being rude or as unprofessional, they'd have to first see

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